Project Scope And Communication Plan †Free Samples for Students

Question: Discuss About The Project Scope And Communication Plan? Answer: Introducation The project goal is to remove nine levels of crossings and rebuilds five stations along Caulfield Dangehong level crossings in Corrigan road, Noble path in Melbourne. The crossing is faced with congestion and unsafe to the users being a busiest train line in the region. The nine level of crossings to be removed include the following roads; Grange, Koornang, Murrumbeena, Poath, Clayton, Centre, Corrigan, Heatherton and Chandler. The new stations to be rebuilt are Carnegie, Hughesdale, Clayton, Noble Park and Murrumbeena. Project acceptance criteria The project design is developed to split the respective project into 160 sizeable and non-complex work packages (Gray and Larson 2013, pp.23). The finished final product is expected to reduce crossing time and create safer to motorists and road users. Project deliverable They are activities to achieve the project goals (Kerzner 2013, pp.2). The deliverables include: Removal of level crossings, construction of elevated tracks, rebuilding of new stations and ensuring safety during construction of the project. Project inclusion and exclusions The project inclusion and exclusion represent project boundary of what will to be done or not (Phillips, 2013, pp.3). The inclusions (to be considered) include: providing protection and safety, providing community information line, and provision of security signs. The exclusion (not considered) includes; no plan for station car Park users, no alternative transports provided. Project constraints The constraints represent the limits this include budget and time (Pinnington, 2014, pp.34). The project team is expecting to start and finish the project within the resources. Project assumptions They represent pre-assumptions to achieve the project. The project assumes that users will use all signage, instruction and will co-operate patiently during project execution. The project assumes that the final product will reduce congestion and bring safety along the busiest train line in Melbourne. The communication plan is created to provide information to project stakeholders. Table 1 shows communication plan matrix. Table 1 Communication plan matrix Communication type Objective of communicating Medium Frequency of communication Audience Owner Deliverable Format Initiation meeting Introduce project goal, scope and deliverables Constitute project team Formal face to face meetings Once Project manager, sponsor and team, community space expert team Project sponsor Minutes Written and soft copies Project team meetings Briefings and initiation planning Face to face and impromptu meetings Twice in a week Project team, manager and experts Project manager Plans, schedules, mails Written and soft copies Design and operation meetings Project implementation, execution and controls Formal board and formal scene meetings Frequently Project experts, project team and victoria government architecture Project manager Minutes, memos, notices Soft and written copies Progress/status meetings Monitoring and status reporting Formal interviews and reports Once in a month Local council, victoria police, office of Victorian government architecture, public transport victoria, Bicycle network Project manager Written reports and notices Soft and hard copies Project evaluation and closure meetings Performance evaluation reporting Surveys and reports Periodic Local council, victoria police, office of Victorian government architecture, public transport victoria, Bicycle network Project manager Written reports and notices Soft and hard copies References Gray, C. and Larson, W., 2013, Project management: managerial process with MS project, Mc Graw Hill. Kerzner, H., 2013.Project management: a systems approach to planning, scheduling, and controlling. John Wiley Sons. Phillips, J., 2013.PMP, Project Management Professional (Certification Study Guides). McGraw-Hill Osborne Media. Pinnington, P., 2014, Project planning and performance, Journal of project management, 32 (2), pp.202-217.